If you’ve ever been to London and traveled on the tube (underground subway) you’ve heard the phrase “please mind the gap between the train and the platform.” It’s a reminder that there is either some separation or a step up or down that could trip you up and cause harm.
I chose this ubiquitous phrase as the theme for my blog on performance management (www.CreativeGapMinding.com) because it’s a fitting reminder that there is often a gap between what we are currently experiencing and what is possible, and that there are dangers to not minding these gaps.
KNOWING THE GAPS
Minding the gap means not just watching for the dangers, but preparing for them…minding them. Minding a gap means proactively keeping it before us and not haphazardly walking through the terrain of our workplaces. Mindfulness is a choice to open our eyes to what’s happening around us – to take everything in consciously and with a determination to remove the blinders that so often keep us from the levels of success that are possible.
A gap is anything that could get in the way of achieving goals; missed opportunities, unrecognized threats, inefficiencies that create waste.
TOOLS FOR MINDING THE GAPS
There are countless tools that help identify gaps. Here’s a handful that I like to use…
1. SWOT Analysis: The SWOT is a tried-and-true tool used around the globe. Even a cursory use of a SWOT can identify things that should be considered. The SWOT’s four quadrants: Strengths, Weaknesses, Opportunities, and Threats, can lead to further exploration of gaps that exist, either in a positive sense (Strengths/Opportunities), or n a cautionary sense (Weaknesses/Threats).
2. Five Why’s: Another simple tool is Five Why’s, which seeks to get to root causes of issues. Start with the surface symptom that reveals a missed opportunity or shortfall, then keep asking why that behavior or condition exists until you’ve discovered the source(s) of the gap.
3. Root Cause of Success Analysis: We are used to looking for the root causes of problems, but rarely take time to consider the actions and decisions that lead to success. Take the fishbone (Ishikawa) diagram, and instead of starting with a problem statement, begin with an identified success. Identify all of the systemic factors (people, technology, policies, management, etc) that contributed to the success. You may identify gaps or opportunities that will take things to the next level.
4. Appreciative Questioning/Future Search. Appreciative Inquiry and Future Search are similar tools that build on organizational strengths and successes and uses positive questions to imagine the desired future together. Getting representation from all stakeholder groups to contribute stories of when they have felt empowered and engaged in the organization unlocks a powerful dialogue that uncovers opportunities and addresses unseen gaps between stakeholder groups.
Become a gap-minder by focusing on the difference between today’s reality – those things that you know could be better – and what is possible. Many companies find themselves dinged up from their lack of minding the gaps, but paying attention to the risks and possibilities before you trip can mean higher levels of success and a more engaged and satisfied work culture.